The importance of quality management in structural reforms. 8 th European CAF User's event Sofia

Transcription

1 The importance of quality management in structural reforms 8 th European CAF User's event Sofia

2 I. Link between offer and demand II. Some challenges III. How does Commission deal IV. The SRSS the «new kid in town» V. Food for thought

3 I. Link between offer and demand Quality of public administration key for the European project

4 We have become more effective, efficient, accountable and transparent

5 ...but quality of results still needs to improve

6 PA quality gaps across Europe remain

7 do things right vs. do the right thing

8 Lower level of trust Trust in institutions in Europe Average level of trust in national and EU institutions

9 but higher expectations

10 but higher expectations

11 but higher expectations

12 2 - Societal challenges impact the public administration - globalisation Who is responsible? Accountability?

13 Societal challenges impact the public administration public / private

14 Societal challenges impact the public administration optimisation / agility

15 Societal challenges impact the public administration aging

16 Societal challenges impact the public administration digitalisation

17 Reform fatigue?

18 IV. WHY/ HOW WE DO IT?!

19 Global competitiveness index Economic impact of government effectiveness BE FR AT IE DE UK LU FI NL SE DK RO BG EL IT HU HR PL MT SI SK CZ EE ES LV LT PT CY Government effectiveness 2015 Government effectiveness captures perceptions of the quality of the public service, its degree of independence from political pressures, the quality of policy formulation and implementation, and the credibility of the government s commitment to such policies. Source: World Bank, Worldwide Governance Indicators.

20 Country-specific recommendations 2017

21 Quality and reforms

22 Toolbox = Silo Buster

23 process inter-service collaboration DIGIT REGIO SG NEAR ECFIN SG EMPL RTD HOME JUST GROW SANCO TAXUD academic CNECT HR international organisations member states

24 Quality and reforms

25 Quality and reforms RESULTS in public administration does not mean outputs and disbursement Results are real improvements (innovation => outcomes) for citizens/business Achieving this might require a culture change the Toolbox might be helpful

26 The most important thing to remember is that you are working for the public, Shared Values for Civil Servants, Sweden An amalgam of European principles & values Legality Integrity Impartiality Openness Inclusiveness User-centricity Responsiveness Connectivity Efficiency Effectiveness Sustainability Vision Reflection Innovation Accountability Principles & values

27 Context matters, yet be realistic

28 Human capital in public administration Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients. - Richard Branson -

29 Quality and reforms Know what we do, why we are doing it, and how we do it Develop good and strong public sector leadership Strengthen modern human resources (HR) policy and management Integrate quality management and continuous improvement into the culture of public administration 29

30 IV - Structural Reform Support Service Established in 2015 to provide support for structural reforms Focus on implementation Support on the ground - tailor-made, covering all reform stages and challenges Provided only upon request from a Member State

31 Structural Reform Support Programme no co-financing demand-driven low administrative burden for Member States support provided at all stages of reform cycle swift, tailor-made and handson support a mix of expertise (own experts, TAIEX, IOs, private sector ) support for a wide range of policy areas

32 Reform Process Cycle MONITORING & EVALUATING RESULTS IDENTIFICATION OF REFORM NEEDS ASSISTANCE WITH IMPLEMENTATION OF REFORMS SRSS engages with Member States throughout the different stages of the reform process, ensuring support is available where it is most needed.

33 Types of technical support TRAINING EMBEDDED EXPERTS REFORM PARTNERSHI PS EXPERT & SCOPING MISSIONS STUDIES & DIAGNOSTIC ANALYSES STUDY VISITS SEMINARS, CONFERENC ES & WORKSHOPS SRSS works with : Experts from MS administrations; International organisations; Private firms, including consultancy; Individual experts; in-house Commission expertise.

34 Topics and examples of projects GOVERNANCE AND BETTER POLICY MAKING AT STATE LEVEL HUMAN RESOURCES EFFICIENCY OF THE PUBLIC ADMINISTRATION AND SERVICE DELIVERY TRANSPARENCY, ANTI- CORRUPTION & ANTI MONEY- LAUNDERING JUDICIAL SYSTEMS e-government Inter-ministerial coordination structure Codification and planning of laws Supervision of reform implementation Selection of top managers Promoting internal mobility Performance assessment Strategic workforce planning Change management Life events & customer journey mapping Administrative simplification Functional reviews Management of EU funds Internal control system(s) Anti-corruption Anti moneylaundering Ethics Procurement Efficiency of judicial systems Quality of judicial systems Independance of the judicial system Design and implementation of e-governance Development of IT strategy and action plan Development of IT project specifications

35 V - Future role of the Commission? Provide technical and financial support Facilitate mutual learning between MS and between practitioners and academia? Networks for transfer of practices? "Policy" dialogue?